Coventry University Business Improvement Tools (CUBIT)

• Aim of course:• To enable delegates to:• Identify opportunities for business improvement• Evaluate the ‘size’ of the issue• Identify causes and make recommendations for improvements• Quantify improvement• Design an implementation plan• Recommend sustainability measures• And finally

– Develop a problem solving tool kit

Welcome

• Donna Kendall, Director of HR • Mark Holton, Head of Organisation

Development and Learning– 2012 strategy– Customer satisfaction– Business viability

Coventry University (Corporate Plan 2010-2015)

– Teaching and Learning• Sample Measures to be used

– Feedback questionnaires/NSS– Qualification completion rate– Positive destination measured by DHLE survey– Staff to student ratio

– Applied Research• Sample Measures to be used

– Research income– Proportion of academic staff that are research active– Academic staff time spent on research– Level in the next research assessment

Coventry University (Corporate Plan 2010-2015)

– The Global University• Sample Measures to be used

– Income from course delivery overseas– Overseas students offered work placements– Receive international experience in the programme of study

– Being a Sustainable University• Sample Measures to be used

– Income growth– Achieving student number targets– % Applied research income– Income from non HEFCE sources– Increase in staff performance levels

Coventry University (Corporate Plan 2010-2015)

• Coventry University (Corporate Plan 2010-2015)– Being a Sustainable University (Continuation)

• Sample Measures to be used– Reduction in carbon footprint– Recycling/reuse rate– Improvement in space utilisation– Reduction in formal complaints– Increase number of actively engaged alumini

Group Discussion

• Good and Weak Characteristics of a University– Student view– Business view– Staff view

Industry Definitions

Value Added : Any process that changes thenature, shape or characteristics of the product, in line with customer requirementse.g. pressing, welding,assembly. (Maximise) Waste :

All other meaningless, non essential activities.i.e. 7W Categories(Eliminate)

Non Value Added :Any work carried out, which is necessary under current conditions, but does not increase product value.e.g. inspection, part movementtool changing, maintenance (Minimise)

Can you define University Value Add?

Can We Define value Added for CU• Value Adding

– Imparting Knowledge (academic qualifications / CPD)– Applying Knowledge (Applied Research)– Developing new Knowledge (Pure Research)– Positive student service experience

• Essential Non Value Adding– Facilitating systems /departments

• Waste– ?

Airport Experience – check in

• What is value added• In the old style system

– How long did it take to get to the departure lounge?– How much time VA– What improvements have been done– Where is the waste still

Work Streams

• Most activities form part of a work stream

• Benefits to be gained by looking at – The activity– Interactions– Total work stream (big picture)

How much waste is in a finely tuned system?

Womack & Jones – Lean Thinking

Value Stream of a can of Cola

Womack & Jones – Lean Thinking

Toyota Waste

The Toyota Motor Company is credited as being the most efficient Automotive Manufacturer in the world, yet have 85% waste in their processes.

This clearly demonstrates the opportunities for other Automotive Manufacturer’s.

Objective: To remove waste and create more time to develop ‘High Value’ Value Add activity

OPERATOR TIME

VAN V AWaste

VANVA

Eliminate ReduceTime to Develop ‘High Value ‘ Value Add activity

Value Added in your work place

• Define value added in your work place• Take this morning as an example 9:00am – 12:00pm, 3 hours• Estimate VA time, NVA time• why so much waste?

Improving the University workplace

When looking to improve the workplace and reduce waste, we need to know,

•What it is we want to improve? •Which category of waste we are removing? •How we are going to measure it? •And how are we going to improve it?•We will be using the A3 reporting methodology•Speak with data

Improving the University workplace

When looking to improve the workplace and reduce waste, we need to know cont:-

•Assess the benefits

If we save 15 minutes per day over a year (42 weeks)We release 52.5 hours per year or 1.5 weeks for one person

If we have an office with 3 people we can save over a months work

A3 problem solving sheet

Jimmerson, 2007,A3 problem Solving

A3 Sample: Recruitment Process

Background and ImportanceDepartments complaining having to wait

long to have staff employed

KPI: Lead-time

Cause AnalysisSample:

Why are people away from their desk?They have to take recruitment CVs to various departments

Why do they have to take it physically?They are required urgently

Why are they required urgently?Because all CVs are batched and taken together and therefore recipients have little time to process them

Why cant they be forwarded as they come into the system?High consumption of resources if taken one at a time or posted

Why cant they be sent electronically?CVs are not available in electronic format

Why are they not or made available in electronic format?No Scanner

Target Condition

Implementation Plan

Follow Up

Current State

Business Area/HR

Prepare AP

TT: 3 hrs

Finance

Approval Approval

VC

TT: 15 min TT: 15 min

HR

Enter vacancy into database

TT: 2 min

10 days3 hrs

5 days

15 min

5 days

15 min2 days

2 min

Bu

sine

ss A

rea

HR

Se

rvic

es

15 min2 days30 min 4 hrs

2 days30 min 4 hrs

5 days

Vacancy advert

approved

HR

TT: 30 min

Barkers

Place advert

TT: 4 hrs

Candidate

TT:

Start work

6 days96 days

Completion of AP form

Informal Start up talk with

HR

Sort publication

dates, costs, budgets

Setup authority chair

panel

Set interview date, venue and advert templates

Develop interview questions

Agree on short listing date

AdvertiseRespond to applicants

Scan completed

applications

Distribute scanned

applications

Shortlist in HR/Business area

Short listing form:

Candidates expenses, relocation expenses

HR confirm details with

business area

Contact candidates

Prepare induction

packs

HR confirm final

attendanceInterview Make offer

Prepare & send contract

Business Area

Create recruitment

record

Approval of AP

Business Area/HR

Business Area

Business Area

Business Area

Business Area

Business Area

HR

VC and Finance

Inform HR/Business area

VC and Finance

HR/Barkers HR

HR

HRHR & Business

area

HR

HR & Business area

HR

Business area

HRHR & Business

areaHR HR

TT: 1day

TT: 30 min

TT: 15 min TT: 0.5 day

TT: 60 min

TT: 60 min

TT: 0.5 day

TT: 60 min

TT: 30 min

Send approval form

HR

1 day

2 days

45 min 0.5 day

10 days

60 min

11 days

60 min

1 day

0.5 day

2 days

60 min

7.5 days

30 min 1 day

2 days

60 min

2 days

10 min

3 days

60 min

TT:1 day TT: 60 min TT: 10 min TT: 60 min

44 days

3.5 days

Improve AP form

Job des, advert templates

Develop key schedule triggers

Pull references, signed contract

form

Phone

Email

Post

54% Reduction!

96 days

6 days

44 days

3.5 days

96 days

6 days

44 days

3.5 days

AP formApproval

Pre-empchecks Scanner

New APform Use

templates

CoordinationSystem

Software

AnsweringMachines

Imp

act

Ease of Implementation

S/No Action When Who by 1 Approval of AP in the absence of

VC/PVC. Is it possible to designate someone to sign the AP form(s) during their absence? Also put a system in place that allows the PA to inform Finance that VC/PVC unavailable so AP goes to delegated person.

DD-MM-YY A

n VC/PVC/Support to use email to send

approved AP to originator & HR DD-MM-YY B

Average Lead-Time

Timeline

Review A3 case studies

• Please review the A3 case study for your group and prepare a 2 minute explanation for the class

Problem Solving Tools for Session 1

• 7 Waste Analysis• Gap Analysis

Coventry University Business Improvement Training (CUBIT)

Whenever the way work happens is not ideal, or when a goal or objective is not being met, you have a problem (or, if you prefer, a need). The best problems to work on are those that arise in day-to-day work and prevent you from doing your best.

Question•What it is we want to improve? •Which category of waste we are removing? •How we are going to measure it? •And how are we going to improve it?

Areas of Waste

It is important that we identify the different types of business waste that happen around use and the problems that they cause.

These wastes are not just found in manufacturing but all around in every environment were work/ tasks are being performed.

7 Workplace wastes

7 Workplace wastes

University Workplace wastes their measures and improvement tools

The 7 areas of waste which appear in some form or other in our daily activities and can be remembered using S.W.I.M.T.O.O

University Workplace improvement activities and the associated measures

Scrap/rework

• remarking students work (second attempt, late submission)•Re entering lost data onto the system•Imputing from paper forms onto electronic format •Chasing payments after due dates•Etc, etc

Measured in terms as Not Right First Time (NRFT)

University Workplace improvement activities and the associated measures

Waiting

•Replies from another department or feedback from lecturer(s)•Assignments to be released from registry •Payment from customers•Etc, etc

Measured in terms of Delivery Schedule Achievement

University Workplace improvement activities and the associated measures

Inventory

Raw material, Work in progress & finished goods

•Excess stationary•Excess photocopies •First year to third year students•Etc, etc

Measured in terms of Stock turns

University Workplace improvement activities and the associated measures

Motion (people)

•Travelling between different sites•Walking to a printer at the other end of the office•Etc, etc

Measured in terms of People productivity

University Workplace improvement activities and the associated measures

Transportation (goods)

•Photocopies from central to departments•Paper forms from one department to another•Student assessments into registry, then to lecturer and back to registry then returned to students•Etc, etc

Measured in terms of People productivity

University Workplace improvement activities and the associated measures

Over processing

•Doing more than the customer needs•Etc, etc

Measured in terms of People productivity

University Workplace improvement activities and the associated measures

Over producing

•Making more photo copies than needed•Filling out duplicated forms•Ordering more stationary than is needed•Etc, etc

Measured in terms of stock turns, NRFT, People productivity, delivery schedule achievement

University Workplace improvement activities and the associated measures

10 minute ActivityUsing the cards provided in your groups Identify the different types of waste.

Measured in terms of stock turns, NRFT, People productivity, delivery schedule achievement

Waste ReviewSlide Waste type Why?

1 O Prod, O Proc, S

2 S or Inv

3 W or O Proc

4 M

5 O Prod, O Proc, S, Inv

6 O Prod, Inv, S

7 Skills utilisation

8 W, O proc

9 S

10 Inv

11 Tran

12 S

Next Session Activity

• For the next session, 9/3/11

• Using the 7 waste sheet identify the wastes that are apparent in an area of your choice at work

Waste Observation Counter measure

Scrap / Rework

Waiting

Inventory

Motion

Transport

Over Production

Over Processing

Next Session Activity: Gap Analysis

Work is carried out ‘as and when’, with no apparent sense of direction

1 2 3 4 N/A Work is always conducted following a pre thought-out ‘mini plan’, which may have been created in the morning or the previous day.

Numerous jobs are overloaded onto individuals, on top of their existing work loads

1 2 3 4 N/A Work is appropriately delegated to those who are capable and trained to do so

Work is often interrupted and may be left incomplete if other work takes precedence

1 2 3 4 N/A Work is always completed to the end before other work is carried out

Allocated work, is expected to continue and meet deadlines whilst juggling other demands/interruptions throughout the day

1 2 3 4 N/A ‘Own work time’ is allotted to each person where they are at their most ‘productive’ and can work without the fear of distractions or interruptions

Current work is often succeeded by more ‘urgent’ work

1 2 3 4 N/A Work which is the ‘most important’ is always conducted rather than being pushed aside for work labelled ‘most urgent’

Employees continue about their job without knowing of their companies goals and objectives and how what they do fits in to that

1 2 3 4 N/A All employees have established goals and objectives which relate to the Company’s goals and objectives.

Procedures for the same task can vary from employee to employee which can potentially lead to areas of waste

1 2 3 4 N/A Procedures are standardised to reduce variability, ensure that it is the least expensive, fastest and easiest way to perform the task

Work peaks and troughs are continued with as and when an employee receives them

1 2 3 4 N/A Work is levelled off to create a steady work flow which is of superior quality and produces less stress for the employee

LEANMASS WORK ORGANISATION

Gap Analysis

The work environment is disorganised and cluttered, with piles of material etc ‘littering’ the area

1 2 3 4 N/A The work environment is clean, safe and orderly.

Desks have no apparent sense of organisation, with material that is not relevant to the current work

1 2 3 4 N/A Desks are arranged with trays or other means detailing ‘work-in’/‘work-out’/’current work’ areas.

Paperwork is handled in a ‘cyclical’ motion where it can be handled multiple times

1 2 3 4 N/A All paperwork is dealt with upon initial contact

Emails and other forms of communication are checked as when they are received

1 2 3 4 N/A Emails and other means of communication are checked on a regular basis i.e. hourly, to avoid constant interruption

Phone calls are made as when needed or requested

1 2 3 4 N/A Phone calls are batched and then made when there is enough time to make all the calls in ‘one go’.

Tasks that have been allocated are remembered mentally

1 2 3 4 N/A All allocated tasks are noted on a ‘to-do list’ which will help prevent them from being forgotten

Jobs are carried out as and when they are requested

1 2 3 4 N/A All jobs are prioritised, before they are undertaken, namely jobs ‘a’ will be done followed by ‘b’ and ‘c’ and so on.

Outdated documents, emails, files and other materials are found to persist long after they have no use

1 2 3 4 N/A Employees regularly remove outdated material/unnecessary items/emails/documents within the office at regular intervals to ensure waste does not build up

LEANMASS EMPLOYEE ORGANISATION

Gap Analysis

Visual Controls are not used or are not apparent

1 2 3 4 N/A Visual Controls are used and can be easily understood

Storage facilities have no appropriate ordering system, or labels to identify the documentation/material contained within them. To retrieve documentation subsequently takes time.

1 2 3 4 N/A All storage facilities are appropriately labelled and documentation is stored either alphabetically, chronologically etc, to create ease in finding and retrieving documentation/material.

Files, stationary boxes etc can be moved, without individuals realising they are missing.

1 2 3 4 N/A All files and stationary boxes are marked with visual controls, namely diagonal lines to easily denote to an individual that certain files etc have been moved.

Visitors queries are answered as when they pose questions/queries

1 2 3 4 N/A Visitors are able to get accurate and timely information by the visual controls as and when they are used

Waste is visually evident in the office, upon desks, in cabinets and storage facilities etc

1 2 3 4 N/A The office is ‘transparent’ where waste cannot be hidden without immediately attracting attention

LEANMASS VISUAL CONTROLS